Rarely is there a free ride when it comes to financial sector development. JoinWorld BankLeadEconomist in Europe and Central Asia, David Gould, as he explores ways in which countries can manage trade-offs in economic development with help from his latest report, "Risks and Returns: Managing Financial Trade-offs for Inclusive Growth in Europe and Central Asia."
Download the report: http://wrld.bg/HLru306RAgb
Know more: http://wrld.bg/AGoj306SugQ
More information also available: https://openknowledge.worldbank.org/handle/10986/25494
#ECAECON
#PabsyLive
***
ABOUT PABSYLIVE
A young professional and a native of the Philippines, Pabsy has become our star reporter and a trusted voice with young people. Her interviews capture a wide range of World Bank Group issues: agriculture and sustainability, food and water security, childhood development, forced marriage, climate change, microfinance, transportation, labor issues and regulations, and digital dividends. Read more: http://blogs.worldbank.org/voices/pabsylive-springs-meetings
***
VIDEO TRANSCRIPT:
00:00
Hi I'm Pabsy Pabalan here at the World Bank headquarters in Washington DC. Are you familiar with the term trade-offs? For instance I have a holiday budget, so should I buy expensive gifts for a few people? Or should I buy more affordable items so I could include more relatives and friends? That's a trade-off.
00:19
Countries and governments have to make the same choices too, but of course it's a bit more complicated. I'm meeting with David Gould to discuss a new flagship report on the financial development of the emerging Europe and Central Asia. Right here.
00:33
The title of the report is "Risks and Returns in Emerging Europe and Central Asia." Why is that?
00:41
Well, we titled it "Risks and Returns" because rarely is there a free ride when it comes to financial sector development. We divide financial development into four parts as you mentioned.
00:50
Stability which would include the lack of banking crisis obviously but also the volatility and credit and deposits in a country.
00:59
Efficiency, how efficient the banking and capital markets are in transferring savings into actual investment. Depth which would include bank as well as non-bank assets and the size of the financial sector as a whole.
01:13
And inclusion, how firms and individuals participate in the financial
sector.
01:22
Stability and inclusion are particularly important because inclusion is one of the most key and critical factors for influencing growth of the bottom 40%. But having too much inclusion might actually decrease stability as we saw during the US subprime, crisis we have a lot of mortgages you get instability.
01:42
Also in Europe with the foreign denominated mortgages, a lot of those mortgages went belly-up when the Swiss franc appreciated. So inclusion is really important but you have to balance that out with stability as well.
01:54
Can other countries use this tool kit and how?
01:57
When a country looks at these four different aspects of financial sector development they want to map out where they are on stability where they are on inclusion so they might be right here on inclusion, they might be relatively high on depth, maybe somewhere in the middle on efficiency and they can see exactly how they rate, relative to a benchmark. And we have a benchmark of the top countries and it may be that this country is relatively good on stability perhaps they're some what moderate on depth.
02:36
That can pair the benchmark relatively in line with efficiency, maybe a little bit underneath what the benchmark would say. And they can say okay what we want to do is we want to improve efficiency we want to get to the benchmark or the best performers in that regard but we need to maybe focus most on inclusion. And that by looking at where they are looking how each of these aspects influence growth they can come up with a strategy for financial sector development. And in that way they can improve their growth bottom 40 as well as overall growth.
03:13
Thanks so much David. I learned a lot. And for you guys, to learn more howcountries manage trade-offs check out our website. Again thank you for your time.
03:23
It was a pleasure Pabsy, thank you.

published:06 Dec 2016

views:54378

In today’s global economy, European countries depend on each other more than ever before. One country’s performance affects how the whole team plays. That’s why European Governments have signed up for the ‘European Semester,’ an annual economic fitness programme. Find out more on: ec.europa.eu/economy_finance/explained/

published:09 Dec 2014

views:3731

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t already. In 2013, Asia had 820 million mobile devices and in the next four years, that is expected to grow to more than 1.9 billion devices. In 2013, Asia’s $7 billion mobile market was twice as big as North America’s mobile game market, and it is expected to grow to $12 billion. The challenge for Western game companies is that Asia is a complex market. Android rules in places like China, but the market is fragmented across many different app stores. In addition, there are many different payment methods. Kabam COOKent Wakeford will discuss Kabam’s strategic moves and plans to tackle the various challenges that come with breaking into the Asian gaming market.
Make sure to follow us on Twitter @Official_AIAS for more updates on gaming and D.I.C.E.!
You can also view more of our videos at the link: https://www.youtube.com/user/AcademyIAS
http://bit.ly/VarietySubscribe

published:15 Oct 2014

views:328

Learn about the different types of management strategies that a tourism company can follow. You will also look at some of the key management points that must be taken into account when defining a management strategy.
Business management strategies applied to tourism
There are as many management strategies and formulas as there are tourism businesses: Cost leadership; Differentiation; Specialisation.
Mechanisms used to review your management and outcomes.
Management procedures that are dynamic and changeable.
Your management strategy must have...
Strategies that tourism organisations use
Well- positioned companies
Positive market outlook: Aggressive strategies.
Negative market outlook: Diversification strategies
Weakly- positioned companies
Positive market outlook: Opportunistic strategies
Negative market outlook: Defensive strategies
Well- positioned companies
Positive market outlook: Companies with a good position in the market with strong growth
Negative market outlook: Companies in a market affected by a series of threats.
Weakly- positioned companies
Positive market outlook: Companies with significant weaknesses, in markets with opportunities.
Negative market outlook: Companies with negative outlooks, both within the company, and the market
Aggressive strategies:
Actions within this strategy
- Offering lower prices than other companies.
- Comparative advertising campaigns.
- Complementing the product/ service that your company offers, to make it more attractive to customers.
- Introducing your product or service where your competition has a high market share.
- Including all products/ services offered by your competition as part of your offer.
- Going to unexploited market segments.
- Attracting customer segments with greater demand.
Opportunistic strategies:
Actions within this strategy:
- Taking advantage of emerging new market segments by positioning your company as a pioneer and gaining customers.
- Identifying new business opportunities, so you bet on services or products that are difficult to imitate by competitors.
- Differentiating your product or service according to market trends valued by certain segments.
Diversification strategies:
Actions within this strategy:
- Searching for new profitable businesses that make the company's capabilities profitable.
- Performing a "backwards" integration process to minimise the impact of suppliers.
- Performing a "forward" integration process in order to generate a higher level of differentiation and confidence from the client.
Defensive strategies:
Actions within this strategy:
- Expanding the portfolio of products or services.
- Lowest prices for products and services that are similar to those of competitors.
- Making advanced reservations for supplies and materials from suppliers.
- Signing exclusive contracts with suppliers.
- Launching promotional campaigns.
- Developing discount policies (price escalation) for distributors or customers.
Management practices applied to hotels
Key points for the management: High fixed cost structure; Outstanding items: human resources and purchases of raw materials and perishable goods; Tendency towards cluster enterprises; Personalised customer care and active involvement of employees
Advisable actions: Take part in 2.0. communities and in social media; Perform micro-segmentation; Establish your pricing policy according to demand
Management practices applied to travel agencies
Key points for the management: Revenue comes almost entirely from commissions from suppliers; The majority of operating costs come from the payment of suppliers followed by human resources; Retail travel agencies tend to join distribution groups, franchise networks, purchasing groups and distribution platforms
Advisable actions: Providing relevant information and knowledge about offers to customers; Customising your offer based on the type of customer and their needs; Make sure that in your company you have industry professionals who are able to advise and mediate; Treatment and personal assistance offered by the agency; Facilitate self-organisation and management of the booking and purchase by the customer through Internet and social networks
Management practices applied to catering services
Key points for the management: Purchase of raw materials and perishable goods must be made in advance of the sale; In the supply section, the consumption of electricity, gas or oil and water stand out; Most commonly associated trends: integration into purchasing groups, application of marketing arrangements that are aimed at customer loyalty, and participation in gastronomic groups; Catering companies typically deal directly with the service reservations; Most important items in the costs of the company: purchase of raw materials and perishable goods and human resources.

published:26 Apr 2014

views:427

More from ad:tech here http://www.youtube.com/playlist?list=PL24vaDbQ-ZIt6lkiXe6hf6vTNfycaaokV
Dominic speaks about Programmatic Buying, Ad Technology for Mobile & Social Channels, Video being the ultimate creative format and the adoption of Ad Technology throughout the UK & Europe.

published:07 Oct 2013

views:291

ThinkLondon worked with LinkedIn to help them set up their London office. Hear what LinkedIn has to say about working with Think London.
LinkedIn cited the fact that London is the financial capital of the world, the hub for European advertising, the number one city in the world for new media advertising as the reason for setting up business in London.
Think London assisted with legal requirements for the move such as tax structure, legal entity, accountants and in addition the location of the LinkedIn offices.
Think London is Londons official foreign direct investment agency. We connect international businesses to London, helping them set up, succeed and grow. Our service is comprehensive, confidential and funded — and therefore free to our clients.

published:26 Sep 2008

views:1106

George talks about advances in risk decision making with better data and analytics

Europe is the world's second-smallest continent by surface area, covering about 10,180,000 square kilometres (3,930,000sqmi) or 2% of the Earth's surface and about 6.8% of its land area. Of Europe's approximately 50 countries, Russia is by far the largest by both area and population, taking up 40% of the continent (although the country has territory in both Europe and Asia), while Vatican City is the smallest. Europe is the third-most populous continent after Asia and Africa, with a population of 739–743million or about 11% of the world's population. Europe has a climate heavily affected by warm Atlantic currents, tempering winters and enabling warm summers on most of the continent, even on latitudes that have severe climates in North America and Asia. Further from the Atlantic, seasonal differences increase, but the mildness of the climate remains.

Rarely is there a free ride when it comes to financial sector development. JoinWorld BankLeadEconomist in Europe and Central Asia, David Gould, as he explores ways in which countries can manage trade-offs in economic development with help from his latest report, "Risks and Returns: Managing Financial Trade-offs for Inclusive Growth in Europe and Central Asia."
Download the report: http://wrld.bg/HLru306RAgb
Know more: http://wrld.bg/AGoj306SugQ
More information also available: https://openknowledge.worldbank.org/handle/10986/25494
#ECAECON
#PabsyLive
***
ABOUT PABSYLIVE
A young professional and a native of the Philippines, Pabsy has become our star reporter and a trusted voice with young people. Her interviews capture a wide range of World Bank Group issues: agriculture and sustainability, food and water security, childhood development, forced marriage, climate change, microfinance, transportation, labor issues and regulations, and digital dividends. Read more: http://blogs.worldbank.org/voices/pabsylive-springs-meetings
***
VIDEO TRANSCRIPT:
00:00
Hi I'm Pabsy Pabalan here at the World Bank headquarters in Washington DC. Are you familiar with the term trade-offs? For instance I have a holiday budget, so should I buy expensive gifts for a few people? Or should I buy more affordable items so I could include more relatives and friends? That's a trade-off.
00:19
Countries and governments have to make the same choices too, but of course it's a bit more complicated. I'm meeting with David Gould to discuss a new flagship report on the financial development of the emerging Europe and Central Asia. Right here.
00:33
The title of the report is "Risks and Returns in Emerging Europe and Central Asia." Why is that?
00:41
Well, we titled it "Risks and Returns" because rarely is there a free ride when it comes to financial sector development. We divide financial development into four parts as you mentioned.
00:50
Stability which would include the lack of banking crisis obviously but also the volatility and credit and deposits in a country.
00:59
Efficiency, how efficient the banking and capital markets are in transferring savings into actual investment. Depth which would include bank as well as non-bank assets and the size of the financial sector as a whole.
01:13
And inclusion, how firms and individuals participate in the financial
sector.
01:22
Stability and inclusion are particularly important because inclusion is one of the most key and critical factors for influencing growth of the bottom 40%. But having too much inclusion might actually decrease stability as we saw during the US subprime, crisis we have a lot of mortgages you get instability.
01:42
Also in Europe with the foreign denominated mortgages, a lot of those mortgages went belly-up when the Swiss franc appreciated. So inclusion is really important but you have to balance that out with stability as well.
01:54
Can other countries use this tool kit and how?
01:57
When a country looks at these four different aspects of financial sector development they want to map out where they are on stability where they are on inclusion so they might be right here on inclusion, they might be relatively high on depth, maybe somewhere in the middle on efficiency and they can see exactly how they rate, relative to a benchmark. And we have a benchmark of the top countries and it may be that this country is relatively good on stability perhaps they're some what moderate on depth.
02:36
That can pair the benchmark relatively in line with efficiency, maybe a little bit underneath what the benchmark would say. And they can say okay what we want to do is we want to improve efficiency we want to get to the benchmark or the best performers in that regard but we need to maybe focus most on inclusion. And that by looking at where they are looking how each of these aspects influence growth they can come up with a strategy for financial sector development. And in that way they can improve their growth bottom 40 as well as overall growth.
03:13
Thanks so much David. I learned a lot. And for you guys, to learn more howcountries manage trade-offs check out our website. Again thank you for your time.
03:23
It was a pleasure Pabsy, thank you.

2:29

European Economy Explained- Managing our Economies

European Economy Explained- Managing our Economies

European Economy Explained- Managing our Economies

In today’s global economy, European countries depend on each other more than ever before. One country’s performance affects how the whole team plays. That’s why European Governments have signed up for the ‘European Semester,’ an annual economic fitness programme. Find out more on: ec.europa.eu/economy_finance/explained/

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t already. In 2013, Asia had 820 million mobile devices and in the next four years, that is expected to grow to more than 1.9 billion devices. In 2013, Asia’s $7 billion mobile market was twice as big as North America’s mobile game market, and it is expected to grow to $12 billion. The challenge for Western game companies is that Asia is a complex market. Android rules in places like China, but the market is fragmented across many different app stores. In addition, there are many different payment methods. Kabam COOKent Wakeford will discuss Kabam’s strategic moves and plans to tackle the various challenges that come with breaking into the Asian gaming market.
Make sure to follow us on Twitter @Official_AIAS for more updates on gaming and D.I.C.E.!
You can also view more of our videos at the link: https://www.youtube.com/user/AcademyIAS
http://bit.ly/VarietySubscribe

6:40

Managing the day to day running of your tourism business in Europe

Managing the day to day running of your tourism business in Europe

Managing the day to day running of your tourism business in Europe

Learn about the different types of management strategies that a tourism company can follow. You will also look at some of the key management points that must be taken into account when defining a management strategy.
Business management strategies applied to tourism
There are as many management strategies and formulas as there are tourism businesses: Cost leadership; Differentiation; Specialisation.
Mechanisms used to review your management and outcomes.
Management procedures that are dynamic and changeable.
Your management strategy must have...
Strategies that tourism organisations use
Well- positioned companies
Positive market outlook: Aggressive strategies.
Negative market outlook: Diversification strategies
Weakly- positioned companies
Positive market outlook: Opportunistic strategies
Negative market outlook: Defensive strategies
Well- positioned companies
Positive market outlook: Companies with a good position in the market with strong growth
Negative market outlook: Companies in a market affected by a series of threats.
Weakly- positioned companies
Positive market outlook: Companies with significant weaknesses, in markets with opportunities.
Negative market outlook: Companies with negative outlooks, both within the company, and the market
Aggressive strategies:
Actions within this strategy
- Offering lower prices than other companies.
- Comparative advertising campaigns.
- Complementing the product/ service that your company offers, to make it more attractive to customers.
- Introducing your product or service where your competition has a high market share.
- Including all products/ services offered by your competition as part of your offer.
- Going to unexploited market segments.
- Attracting customer segments with greater demand.
Opportunistic strategies:
Actions within this strategy:
- Taking advantage of emerging new market segments by positioning your company as a pioneer and gaining customers.
- Identifying new business opportunities, so you bet on services or products that are difficult to imitate by competitors.
- Differentiating your product or service according to market trends valued by certain segments.
Diversification strategies:
Actions within this strategy:
- Searching for new profitable businesses that make the company's capabilities profitable.
- Performing a "backwards" integration process to minimise the impact of suppliers.
- Performing a "forward" integration process in order to generate a higher level of differentiation and confidence from the client.
Defensive strategies:
Actions within this strategy:
- Expanding the portfolio of products or services.
- Lowest prices for products and services that are similar to those of competitors.
- Making advanced reservations for supplies and materials from suppliers.
- Signing exclusive contracts with suppliers.
- Launching promotional campaigns.
- Developing discount policies (price escalation) for distributors or customers.
Management practices applied to hotels
Key points for the management: High fixed cost structure; Outstanding items: human resources and purchases of raw materials and perishable goods; Tendency towards cluster enterprises; Personalised customer care and active involvement of employees
Advisable actions: Take part in 2.0. communities and in social media; Perform micro-segmentation; Establish your pricing policy according to demand
Management practices applied to travel agencies
Key points for the management: Revenue comes almost entirely from commissions from suppliers; The majority of operating costs come from the payment of suppliers followed by human resources; Retail travel agencies tend to join distribution groups, franchise networks, purchasing groups and distribution platforms
Advisable actions: Providing relevant information and knowledge about offers to customers; Customising your offer based on the type of customer and their needs; Make sure that in your company you have industry professionals who are able to advise and mediate; Treatment and personal assistance offered by the agency; Facilitate self-organisation and management of the booking and purchase by the customer through Internet and social networks
Management practices applied to catering services
Key points for the management: Purchase of raw materials and perishable goods must be made in advance of the sale; In the supply section, the consumption of electricity, gas or oil and water stand out; Most commonly associated trends: integration into purchasing groups, application of marketing arrangements that are aimed at customer loyalty, and participation in gastronomic groups; Catering companies typically deal directly with the service reservations; Most important items in the costs of the company: purchase of raw materials and perishable goods and human resources.

More from ad:tech here http://www.youtube.com/playlist?list=PL24vaDbQ-ZIt6lkiXe6hf6vTNfycaaokV
Dominic speaks about Programmatic Buying, Ad Technology for Mobile & Social Channels, Video being the ultimate creative format and the adoption of Ad Technology throughout the UK & Europe.

ThinkLondon worked with LinkedIn to help them set up their London office. Hear what LinkedIn has to say about working with Think London.
LinkedIn cited the fact that London is the financial capital of the world, the hub for European advertising, the number one city in the world for new media advertising as the reason for setting up business in London.
Think London assisted with legal requirements for the move such as tax structure, legal entity, accountants and in addition the location of the LinkedIn offices.
Think London is Londons official foreign direct investment agency. We connect international businesses to London, helping them set up, succeed and grow. Our service is comprehensive, confidential and funded — and therefore free to our clients.

Marieke Flament, MD Europe, Circle, talks to technology editor Joy Macknight about how the company is able to move money over the open internet, similar to sharing texts and photos.

1:03:03

Mass Redundancies in Europe: Managing the Legal and HR Framework

Mass Redundancies in Europe: Managing the Legal and HR Framework

Mass Redundancies in Europe: Managing the Legal and HR Framework

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are facing difficulties especially in Europe where growth is limited. In view thereof, they sometimes need to shut down operations or reduce their workforce in Europe. What are the key legal and human resources (HR) issues you should be aware of? Listen to our real life experience and expertise of working together to advise multinationals and we'll draw on that experience to bring the issues to life, with examples and practical tips, on how to navigate those issues.
(Live presentation was aired on 30 Apr 2014)
www.deloitte.com/dbriefs/deloittelegal

Meet Daniel Roger – Managing Director Europe

A native of Chile, Daniel came to Europe as a young man to learn the hotel trade. His career has led him to Spain, Switzerland, England, the Czech Republic, Israel, and Germany, where he’s been with Leonardo since 2006. Since then, he has helped grow the Leonardo brand from one property in Berlin to more than 65 hotels spread across 11 European countries.
According to Daniel, Leonardo invested a lot in technology in order to make itself known on the European market. Like many of his colleagues, he is very proud of Leonardo Academy, created five years ago to give Leonardo employees the chance to develop their careers.
The Academy is a reflection of what Daniel says makes the company special: he and his colleagues want to develop Leonardo while creating opportunities for their own people to improve themselves. The program is a huge success for Leonardo: 12 of its properties are currently being run by Academy students.
For more on Leonardo’s impressive story, watch Daniel’s video.

18:06

Where Will the Populist Wave Land Next? Mujtaba Rahman (Managing Director, Europe)

Where Will the Populist Wave Land Next? Mujtaba Rahman (Managing Director, Europe)

Where Will the Populist Wave Land Next? Mujtaba Rahman (Managing Director, Europe)

Rarely is there a free ride when it comes to financial sector development. JoinWorld BankLeadEconomist in Europe and Central Asia, David Gould, as he explores ways in which countries can manage trade-offs in economic development with help from his latest report, "Risks and Returns: Managing Financial Trade-offs for Inclusive Growth in Europe and Central Asia."
Download the report: http://wrld.bg/HLru306RAgb
Know more: http://wrld.bg/AGoj306SugQ
More information also available: https://openknowledge.worldbank.org/handle/10986/25494
#ECAECON
#PabsyLive
***
ABOUT PABSYLIVE
A young professional and a native of the Philippines, Pabsy has become our star reporter and a trusted voice with young people. Her interviews capture a wide range of World Bank Group issues: agriculture and sus...

published: 06 Dec 2016

European Economy Explained- Managing our Economies

In today’s global economy, European countries depend on each other more than ever before. One country’s performance affects how the whole team plays. That’s why European Governments have signed up for the ‘European Semester,’ an annual economic fitness programme. Find out more on: ec.europa.eu/economy_finance/explained/

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t already. In 2013, Asia had 820 million mobile devices and in the next four years, that is expected to grow to more than 1.9 billion devices. In 2013, Asia’s $7 billion mobile market was twice as big as North America’s mobile game market, and it is expected to grow to $12 billion. The challenge for Western game companies is that Asia is a complex market. Android rules in places like China, but the market is fragmented across many different app stores. In addition, there are many different payment methods. Kabam COOKent Wakeford will discuss Kabam’s strategic moves and plans to tackle the various challenges that come with breaking i...

published: 15 Oct 2014

Managing the day to day running of your tourism business in Europe

Learn about the different types of management strategies that a tourism company can follow. You will also look at some of the key management points that must be taken into account when defining a management strategy.
Business management strategies applied to tourism
There are as many management strategies and formulas as there are tourism businesses: Cost leadership; Differentiation; Specialisation.
Mechanisms used to review your management and outcomes.
Management procedures that are dynamic and changeable.
Your management strategy must have...
Strategies that tourism organisations use
Well- positioned companies
Positive market outlook: Aggressive strategies.
Negative market outlook: Diversification strategies
Weakly- positioned companies
Positive market outlook: Opportunistic st...

More from ad:tech here http://www.youtube.com/playlist?list=PL24vaDbQ-ZIt6lkiXe6hf6vTNfycaaokV
Dominic speaks about Programmatic Buying, Ad Technology for Mobile & Social Channels, Video being the ultimate creative format and the adoption of Ad Technology throughout the UK & Europe.

ThinkLondon worked with LinkedIn to help them set up their London office. Hear what LinkedIn has to say about working with Think London.
LinkedIn cited the fact that London is the financial capital of the world, the hub for European advertising, the number one city in the world for new media advertising as the reason for setting up business in London.
Think London assisted with legal requirements for the move such as tax structure, legal entity, accountants and in addition the location of the LinkedIn offices.
Think London is Londons official foreign direct investment agency. We connect international businesses to London, helping them set up, succeed and grow. Our service is comprehensive, confidential and funded — and therefore free to our clients.

Marieke Flament, MD Europe, Circle, talks to technology editor Joy Macknight about how the company is able to move money over the open internet, similar to sharing texts and photos.

published: 12 Sep 2016

Mass Redundancies in Europe: Managing the Legal and HR Framework

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are facing difficulties especially in Europe where growth is limited. In view thereof, they sometimes need to shut down operations or reduce their workforce in Europe. What are the key legal and human resources (HR) issues you should be aware of? Listen to our real life experience and expertise of working together to advise multinationals and we'll draw on that experience to bring the issues to life, with examples and practical tips, on how to navigate those issues.
(Live presentation was aired on 30 Apr 2014)
www.deloitte.com/dbriefs/deloittelegal

Marc Legrois, Group Managing Director, Nielsen Analytics, Europe

Meet Daniel Roger – Managing Director Europe

A native of Chile, Daniel came to Europe as a young man to learn the hotel trade. His career has led him to Spain, Switzerland, England, the Czech Republic, Israel, and Germany, where he’s been with Leonardo since 2006. Since then, he has helped grow the Leonardo brand from one property in Berlin to more than 65 hotels spread across 11 European countries.
According to Daniel, Leonardo invested a lot in technology in order to make itself known on the European market. Like many of his colleagues, he is very proud of Leonardo Academy, created five years ago to give Leonardo employees the chance to develop their careers.
The Academy is a reflection of what Daniel says makes the company special: he and his colleagues want to develop Leonardo while creating opportunities for their own people...

published: 19 Dec 2016

Where Will the Populist Wave Land Next? Mujtaba Rahman (Managing Director, Europe)

Rarely is there a free ride when it comes to financial sector development. JoinWorld BankLeadEconomist in Europe and Central Asia, David Gould, as he explores ways in which countries can manage trade-offs in economic development with help from his latest report, "Risks and Returns: Managing Financial Trade-offs for Inclusive Growth in Europe and Central Asia."
Download the report: http://wrld.bg/HLru306RAgb
Know more: http://wrld.bg/AGoj306SugQ
More information also available: https://openknowledge.worldbank.org/handle/10986/25494
#ECAECON
#PabsyLive
***
ABOUT PABSYLIVE
A young professional and a native of the Philippines, Pabsy has become our star reporter and a trusted voice with young people. Her interviews capture a wide range of World Bank Group issues: agriculture and sustainability, food and water security, childhood development, forced marriage, climate change, microfinance, transportation, labor issues and regulations, and digital dividends. Read more: http://blogs.worldbank.org/voices/pabsylive-springs-meetings
***
VIDEO TRANSCRIPT:
00:00
Hi I'm Pabsy Pabalan here at the World Bank headquarters in Washington DC. Are you familiar with the term trade-offs? For instance I have a holiday budget, so should I buy expensive gifts for a few people? Or should I buy more affordable items so I could include more relatives and friends? That's a trade-off.
00:19
Countries and governments have to make the same choices too, but of course it's a bit more complicated. I'm meeting with David Gould to discuss a new flagship report on the financial development of the emerging Europe and Central Asia. Right here.
00:33
The title of the report is "Risks and Returns in Emerging Europe and Central Asia." Why is that?
00:41
Well, we titled it "Risks and Returns" because rarely is there a free ride when it comes to financial sector development. We divide financial development into four parts as you mentioned.
00:50
Stability which would include the lack of banking crisis obviously but also the volatility and credit and deposits in a country.
00:59
Efficiency, how efficient the banking and capital markets are in transferring savings into actual investment. Depth which would include bank as well as non-bank assets and the size of the financial sector as a whole.
01:13
And inclusion, how firms and individuals participate in the financial
sector.
01:22
Stability and inclusion are particularly important because inclusion is one of the most key and critical factors for influencing growth of the bottom 40%. But having too much inclusion might actually decrease stability as we saw during the US subprime, crisis we have a lot of mortgages you get instability.
01:42
Also in Europe with the foreign denominated mortgages, a lot of those mortgages went belly-up when the Swiss franc appreciated. So inclusion is really important but you have to balance that out with stability as well.
01:54
Can other countries use this tool kit and how?
01:57
When a country looks at these four different aspects of financial sector development they want to map out where they are on stability where they are on inclusion so they might be right here on inclusion, they might be relatively high on depth, maybe somewhere in the middle on efficiency and they can see exactly how they rate, relative to a benchmark. And we have a benchmark of the top countries and it may be that this country is relatively good on stability perhaps they're some what moderate on depth.
02:36
That can pair the benchmark relatively in line with efficiency, maybe a little bit underneath what the benchmark would say. And they can say okay what we want to do is we want to improve efficiency we want to get to the benchmark or the best performers in that regard but we need to maybe focus most on inclusion. And that by looking at where they are looking how each of these aspects influence growth they can come up with a strategy for financial sector development. And in that way they can improve their growth bottom 40 as well as overall growth.
03:13
Thanks so much David. I learned a lot. And for you guys, to learn more howcountries manage trade-offs check out our website. Again thank you for your time.
03:23
It was a pleasure Pabsy, thank you.

Rarely is there a free ride when it comes to financial sector development. JoinWorld BankLeadEconomist in Europe and Central Asia, David Gould, as he explores ways in which countries can manage trade-offs in economic development with help from his latest report, "Risks and Returns: Managing Financial Trade-offs for Inclusive Growth in Europe and Central Asia."
Download the report: http://wrld.bg/HLru306RAgb
Know more: http://wrld.bg/AGoj306SugQ
More information also available: https://openknowledge.worldbank.org/handle/10986/25494
#ECAECON
#PabsyLive
***
ABOUT PABSYLIVE
A young professional and a native of the Philippines, Pabsy has become our star reporter and a trusted voice with young people. Her interviews capture a wide range of World Bank Group issues: agriculture and sustainability, food and water security, childhood development, forced marriage, climate change, microfinance, transportation, labor issues and regulations, and digital dividends. Read more: http://blogs.worldbank.org/voices/pabsylive-springs-meetings
***
VIDEO TRANSCRIPT:
00:00
Hi I'm Pabsy Pabalan here at the World Bank headquarters in Washington DC. Are you familiar with the term trade-offs? For instance I have a holiday budget, so should I buy expensive gifts for a few people? Or should I buy more affordable items so I could include more relatives and friends? That's a trade-off.
00:19
Countries and governments have to make the same choices too, but of course it's a bit more complicated. I'm meeting with David Gould to discuss a new flagship report on the financial development of the emerging Europe and Central Asia. Right here.
00:33
The title of the report is "Risks and Returns in Emerging Europe and Central Asia." Why is that?
00:41
Well, we titled it "Risks and Returns" because rarely is there a free ride when it comes to financial sector development. We divide financial development into four parts as you mentioned.
00:50
Stability which would include the lack of banking crisis obviously but also the volatility and credit and deposits in a country.
00:59
Efficiency, how efficient the banking and capital markets are in transferring savings into actual investment. Depth which would include bank as well as non-bank assets and the size of the financial sector as a whole.
01:13
And inclusion, how firms and individuals participate in the financial
sector.
01:22
Stability and inclusion are particularly important because inclusion is one of the most key and critical factors for influencing growth of the bottom 40%. But having too much inclusion might actually decrease stability as we saw during the US subprime, crisis we have a lot of mortgages you get instability.
01:42
Also in Europe with the foreign denominated mortgages, a lot of those mortgages went belly-up when the Swiss franc appreciated. So inclusion is really important but you have to balance that out with stability as well.
01:54
Can other countries use this tool kit and how?
01:57
When a country looks at these four different aspects of financial sector development they want to map out where they are on stability where they are on inclusion so they might be right here on inclusion, they might be relatively high on depth, maybe somewhere in the middle on efficiency and they can see exactly how they rate, relative to a benchmark. And we have a benchmark of the top countries and it may be that this country is relatively good on stability perhaps they're some what moderate on depth.
02:36
That can pair the benchmark relatively in line with efficiency, maybe a little bit underneath what the benchmark would say. And they can say okay what we want to do is we want to improve efficiency we want to get to the benchmark or the best performers in that regard but we need to maybe focus most on inclusion. And that by looking at where they are looking how each of these aspects influence growth they can come up with a strategy for financial sector development. And in that way they can improve their growth bottom 40 as well as overall growth.
03:13
Thanks so much David. I learned a lot. And for you guys, to learn more howcountries manage trade-offs check out our website. Again thank you for your time.
03:23
It was a pleasure Pabsy, thank you.

European Economy Explained- Managing our Economies

In today’s global economy, European countries depend on each other more than ever before. One country’s performance affects how the whole team plays. That’s why...

In today’s global economy, European countries depend on each other more than ever before. One country’s performance affects how the whole team plays. That’s why European Governments have signed up for the ‘European Semester,’ an annual economic fitness programme. Find out more on: ec.europa.eu/economy_finance/explained/

In today’s global economy, European countries depend on each other more than ever before. One country’s performance affects how the whole team plays. That’s why European Governments have signed up for the ‘European Semester,’ an annual economic fitness programme. Find out more on: ec.europa.eu/economy_finance/explained/

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t...

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t already. In 2013, Asia had 820 million mobile devices and in the next four years, that is expected to grow to more than 1.9 billion devices. In 2013, Asia’s $7 billion mobile market was twice as big as North America’s mobile game market, and it is expected to grow to $12 billion. The challenge for Western game companies is that Asia is a complex market. Android rules in places like China, but the market is fragmented across many different app stores. In addition, there are many different payment methods. Kabam COOKent Wakeford will discuss Kabam’s strategic moves and plans to tackle the various challenges that come with breaking into the Asian gaming market.
Make sure to follow us on Twitter @Official_AIAS for more updates on gaming and D.I.C.E.!
You can also view more of our videos at the link: https://www.youtube.com/user/AcademyIAS
http://bit.ly/VarietySubscribe

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t already. In 2013, Asia had 820 million mobile devices and in the next four years, that is expected to grow to more than 1.9 billion devices. In 2013, Asia’s $7 billion mobile market was twice as big as North America’s mobile game market, and it is expected to grow to $12 billion. The challenge for Western game companies is that Asia is a complex market. Android rules in places like China, but the market is fragmented across many different app stores. In addition, there are many different payment methods. Kabam COOKent Wakeford will discuss Kabam’s strategic moves and plans to tackle the various challenges that come with breaking into the Asian gaming market.
Make sure to follow us on Twitter @Official_AIAS for more updates on gaming and D.I.C.E.!
You can also view more of our videos at the link: https://www.youtube.com/user/AcademyIAS
http://bit.ly/VarietySubscribe

Managing the day to day running of your tourism business in Europe

Learn about the different types of management strategies that a tourism company can follow. You will also look at some of the key management points that must b...

Learn about the different types of management strategies that a tourism company can follow. You will also look at some of the key management points that must be taken into account when defining a management strategy.
Business management strategies applied to tourism
There are as many management strategies and formulas as there are tourism businesses: Cost leadership; Differentiation; Specialisation.
Mechanisms used to review your management and outcomes.
Management procedures that are dynamic and changeable.
Your management strategy must have...
Strategies that tourism organisations use
Well- positioned companies
Positive market outlook: Aggressive strategies.
Negative market outlook: Diversification strategies
Weakly- positioned companies
Positive market outlook: Opportunistic strategies
Negative market outlook: Defensive strategies
Well- positioned companies
Positive market outlook: Companies with a good position in the market with strong growth
Negative market outlook: Companies in a market affected by a series of threats.
Weakly- positioned companies
Positive market outlook: Companies with significant weaknesses, in markets with opportunities.
Negative market outlook: Companies with negative outlooks, both within the company, and the market
Aggressive strategies:
Actions within this strategy
- Offering lower prices than other companies.
- Comparative advertising campaigns.
- Complementing the product/ service that your company offers, to make it more attractive to customers.
- Introducing your product or service where your competition has a high market share.
- Including all products/ services offered by your competition as part of your offer.
- Going to unexploited market segments.
- Attracting customer segments with greater demand.
Opportunistic strategies:
Actions within this strategy:
- Taking advantage of emerging new market segments by positioning your company as a pioneer and gaining customers.
- Identifying new business opportunities, so you bet on services or products that are difficult to imitate by competitors.
- Differentiating your product or service according to market trends valued by certain segments.
Diversification strategies:
Actions within this strategy:
- Searching for new profitable businesses that make the company's capabilities profitable.
- Performing a "backwards" integration process to minimise the impact of suppliers.
- Performing a "forward" integration process in order to generate a higher level of differentiation and confidence from the client.
Defensive strategies:
Actions within this strategy:
- Expanding the portfolio of products or services.
- Lowest prices for products and services that are similar to those of competitors.
- Making advanced reservations for supplies and materials from suppliers.
- Signing exclusive contracts with suppliers.
- Launching promotional campaigns.
- Developing discount policies (price escalation) for distributors or customers.
Management practices applied to hotels
Key points for the management: High fixed cost structure; Outstanding items: human resources and purchases of raw materials and perishable goods; Tendency towards cluster enterprises; Personalised customer care and active involvement of employees
Advisable actions: Take part in 2.0. communities and in social media; Perform micro-segmentation; Establish your pricing policy according to demand
Management practices applied to travel agencies
Key points for the management: Revenue comes almost entirely from commissions from suppliers; The majority of operating costs come from the payment of suppliers followed by human resources; Retail travel agencies tend to join distribution groups, franchise networks, purchasing groups and distribution platforms
Advisable actions: Providing relevant information and knowledge about offers to customers; Customising your offer based on the type of customer and their needs; Make sure that in your company you have industry professionals who are able to advise and mediate; Treatment and personal assistance offered by the agency; Facilitate self-organisation and management of the booking and purchase by the customer through Internet and social networks
Management practices applied to catering services
Key points for the management: Purchase of raw materials and perishable goods must be made in advance of the sale; In the supply section, the consumption of electricity, gas or oil and water stand out; Most commonly associated trends: integration into purchasing groups, application of marketing arrangements that are aimed at customer loyalty, and participation in gastronomic groups; Catering companies typically deal directly with the service reservations; Most important items in the costs of the company: purchase of raw materials and perishable goods and human resources.

Learn about the different types of management strategies that a tourism company can follow. You will also look at some of the key management points that must be taken into account when defining a management strategy.
Business management strategies applied to tourism
There are as many management strategies and formulas as there are tourism businesses: Cost leadership; Differentiation; Specialisation.
Mechanisms used to review your management and outcomes.
Management procedures that are dynamic and changeable.
Your management strategy must have...
Strategies that tourism organisations use
Well- positioned companies
Positive market outlook: Aggressive strategies.
Negative market outlook: Diversification strategies
Weakly- positioned companies
Positive market outlook: Opportunistic strategies
Negative market outlook: Defensive strategies
Well- positioned companies
Positive market outlook: Companies with a good position in the market with strong growth
Negative market outlook: Companies in a market affected by a series of threats.
Weakly- positioned companies
Positive market outlook: Companies with significant weaknesses, in markets with opportunities.
Negative market outlook: Companies with negative outlooks, both within the company, and the market
Aggressive strategies:
Actions within this strategy
- Offering lower prices than other companies.
- Comparative advertising campaigns.
- Complementing the product/ service that your company offers, to make it more attractive to customers.
- Introducing your product or service where your competition has a high market share.
- Including all products/ services offered by your competition as part of your offer.
- Going to unexploited market segments.
- Attracting customer segments with greater demand.
Opportunistic strategies:
Actions within this strategy:
- Taking advantage of emerging new market segments by positioning your company as a pioneer and gaining customers.
- Identifying new business opportunities, so you bet on services or products that are difficult to imitate by competitors.
- Differentiating your product or service according to market trends valued by certain segments.
Diversification strategies:
Actions within this strategy:
- Searching for new profitable businesses that make the company's capabilities profitable.
- Performing a "backwards" integration process to minimise the impact of suppliers.
- Performing a "forward" integration process in order to generate a higher level of differentiation and confidence from the client.
Defensive strategies:
Actions within this strategy:
- Expanding the portfolio of products or services.
- Lowest prices for products and services that are similar to those of competitors.
- Making advanced reservations for supplies and materials from suppliers.
- Signing exclusive contracts with suppliers.
- Launching promotional campaigns.
- Developing discount policies (price escalation) for distributors or customers.
Management practices applied to hotels
Key points for the management: High fixed cost structure; Outstanding items: human resources and purchases of raw materials and perishable goods; Tendency towards cluster enterprises; Personalised customer care and active involvement of employees
Advisable actions: Take part in 2.0. communities and in social media; Perform micro-segmentation; Establish your pricing policy according to demand
Management practices applied to travel agencies
Key points for the management: Revenue comes almost entirely from commissions from suppliers; The majority of operating costs come from the payment of suppliers followed by human resources; Retail travel agencies tend to join distribution groups, franchise networks, purchasing groups and distribution platforms
Advisable actions: Providing relevant information and knowledge about offers to customers; Customising your offer based on the type of customer and their needs; Make sure that in your company you have industry professionals who are able to advise and mediate; Treatment and personal assistance offered by the agency; Facilitate self-organisation and management of the booking and purchase by the customer through Internet and social networks
Management practices applied to catering services
Key points for the management: Purchase of raw materials and perishable goods must be made in advance of the sale; In the supply section, the consumption of electricity, gas or oil and water stand out; Most commonly associated trends: integration into purchasing groups, application of marketing arrangements that are aimed at customer loyalty, and participation in gastronomic groups; Catering companies typically deal directly with the service reservations; Most important items in the costs of the company: purchase of raw materials and perishable goods and human resources.

More from ad:tech here http://www.youtube.com/playlist?list=PL24vaDbQ-ZIt6lkiXe6hf6vTNfycaaokV
Dominic speaks about Programmatic Buying, Ad Technology for Mobile & Social Channels, Video being the ultimate creative format and the adoption of Ad Technology throughout the UK & Europe.

More from ad:tech here http://www.youtube.com/playlist?list=PL24vaDbQ-ZIt6lkiXe6hf6vTNfycaaokV
Dominic speaks about Programmatic Buying, Ad Technology for Mobile & Social Channels, Video being the ultimate creative format and the adoption of Ad Technology throughout the UK & Europe.

ThinkLondon worked with LinkedIn to help them set up their London office. Hear what LinkedIn has to say about working with Think London.
LinkedIn cited the...

ThinkLondon worked with LinkedIn to help them set up their London office. Hear what LinkedIn has to say about working with Think London.
LinkedIn cited the fact that London is the financial capital of the world, the hub for European advertising, the number one city in the world for new media advertising as the reason for setting up business in London.
Think London assisted with legal requirements for the move such as tax structure, legal entity, accountants and in addition the location of the LinkedIn offices.
Think London is Londons official foreign direct investment agency. We connect international businesses to London, helping them set up, succeed and grow. Our service is comprehensive, confidential and funded — and therefore free to our clients.

ThinkLondon worked with LinkedIn to help them set up their London office. Hear what LinkedIn has to say about working with Think London.
LinkedIn cited the fact that London is the financial capital of the world, the hub for European advertising, the number one city in the world for new media advertising as the reason for setting up business in London.
Think London assisted with legal requirements for the move such as tax structure, legal entity, accountants and in addition the location of the LinkedIn offices.
Think London is Londons official foreign direct investment agency. We connect international businesses to London, helping them set up, succeed and grow. Our service is comprehensive, confidential and funded — and therefore free to our clients.

Mass Redundancies in Europe: Managing the Legal and HR Framework

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are facing difficulties especially in Europe where growth is limited. In v...

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are facing difficulties especially in Europe where growth is limited. In view thereof, they sometimes need to shut down operations or reduce their workforce in Europe. What are the key legal and human resources (HR) issues you should be aware of? Listen to our real life experience and expertise of working together to advise multinationals and we'll draw on that experience to bring the issues to life, with examples and practical tips, on how to navigate those issues.
(Live presentation was aired on 30 Apr 2014)
www.deloitte.com/dbriefs/deloittelegal

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are facing difficulties especially in Europe where growth is limited. In view thereof, they sometimes need to shut down operations or reduce their workforce in Europe. What are the key legal and human resources (HR) issues you should be aware of? Listen to our real life experience and expertise of working together to advise multinationals and we'll draw on that experience to bring the issues to life, with examples and practical tips, on how to navigate those issues.
(Live presentation was aired on 30 Apr 2014)
www.deloitte.com/dbriefs/deloittelegal

A native of Chile, Daniel came to Europe as a young man to learn the hotel trade. His career has led him to Spain, Switzerland, England, the Czech Republic, Israel, and Germany, where he’s been with Leonardo since 2006. Since then, he has helped grow the Leonardo brand from one property in Berlin to more than 65 hotels spread across 11 European countries.
According to Daniel, Leonardo invested a lot in technology in order to make itself known on the European market. Like many of his colleagues, he is very proud of Leonardo Academy, created five years ago to give Leonardo employees the chance to develop their careers.
The Academy is a reflection of what Daniel says makes the company special: he and his colleagues want to develop Leonardo while creating opportunities for their own people to improve themselves. The program is a huge success for Leonardo: 12 of its properties are currently being run by Academy students.
For more on Leonardo’s impressive story, watch Daniel’s video.

A native of Chile, Daniel came to Europe as a young man to learn the hotel trade. His career has led him to Spain, Switzerland, England, the Czech Republic, Israel, and Germany, where he’s been with Leonardo since 2006. Since then, he has helped grow the Leonardo brand from one property in Berlin to more than 65 hotels spread across 11 European countries.
According to Daniel, Leonardo invested a lot in technology in order to make itself known on the European market. Like many of his colleagues, he is very proud of Leonardo Academy, created five years ago to give Leonardo employees the chance to develop their careers.
The Academy is a reflection of what Daniel says makes the company special: he and his colleagues want to develop Leonardo while creating opportunities for their own people to improve themselves. The program is a huge success for Leonardo: 12 of its properties are currently being run by Academy students.
For more on Leonardo’s impressive story, watch Daniel’s video.

published:19 Dec 2016

views:1443

back

Where Will the Populist Wave Land Next? Mujtaba Rahman (Managing Director, Europe)

Managing the Brexit Challenge: Ireland, the EU, and Transatlantic Relationships

Although all 27 EU states will be impacted by the United Kingdom's exit from the European Union, Ireland will be the most affected of all. It trades more with the UK than does any other Member State, and Irish citizens have long enjoyed special status in the UK, through the Common Travel Area. Ireland and the UK have been co-stewards of the 1998Good Friday Agreement, which has promoted peace and prosperity across the island. Ireland alone will have a new EU land frontier with the UK, with the risk of disruption to this progress at a time when delays continue in the formation of a power-sharing executive in Northern Ireland. As these important issues are addressed, how will they impact the U.S.-Ireland relationship? Please join us on Wednesday, October 4 for a candid conversation with H.E....

published: 04 Oct 2017

Mass Redundancies in Europe: Managing the Legal and HR Framework

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are facing difficulties especially in Europe where growth is limited. In view thereof, they sometimes need to shut down operations or reduce their workforce in Europe. What are the key legal and human resources (HR) issues you should be aware of? Listen to our real life experience and expertise of working together to advise multinationals and we'll draw on that experience to bring the issues to life, with examples and practical tips, on how to navigate those issues.
(Live presentation was aired on 30 Apr 2014)
www.deloitte.com/dbriefs/deloittelegal

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t already. In 2013, Asia had 820 million mobile devices and in the next four years, that is expected to grow to more than 1.9 billion devices. In 2013, Asia’s $7 billion mobile market was twice as big as North America’s mobile game market, and it is expected to grow to $12 billion. The challenge for Western game companies is that Asia is a complex market. Android rules in places like China, but the market is fragmented across many different app stores. In addition, there are many different payment methods. Kabam COOKent Wakeford will discuss Kabam’s strategic moves and plans to tackle the various challenges that come with breaking i...

Building and Managing Brands - European Zeitgeist 2011

With the relentless advance of digital and the new dominance of social media, where are marketing and communications heading? Is your strategy fluid enough to adapt? In this session we will look at what it takes for brands to achieve and hold on to success, in a fast-moving marketplace where consumer power is king.

published: 16 May 2011

How can we best support Europe's Clean Tech?

VP Maroš Šefčovič will open the Clean Energy IndustrialForum. The day before, he wants to collect your ideas on what more the EU can do support green innovation. Join him for a live video discussion on Wednesday, 21 February at 16:30 CET.
Emma Woxlin, from Sweden, co-founder of Epishine; Juraj Ulehla, from Slovakia, Co-founder & Managing Partner, Voltia and ProfDamianDalton, from Ireland, CEO of Beeyon will be also participating.
The video will be posted on his LinkedIn profile but you can start adding your suggestions already on Linkedin https://www.linkedin.com/feed/update/urn:li:activity:6370938862671405057 !
He will harvest your best ideas and present them at the Forum!
EU industry Day: https://ec.europa.eu/info/events/eu-industry-day/2018-day-1_en

published: 19 Feb 2018

Energy Geopolitics after the Elections: The Struggle for Energy Security in Europe

George talks about advances in risk decision making with better data and analytics

published: 11 Nov 2015

Legally Managing Capital in Europe

Darwinex: https://goo.gl/sBAlRY
Managing someone else's capital is a regulated activity for which you need to carry permissions in most civilised jurisdictions.

published: 09 Jun 2015

Making Portfolio for JIRA Work for Your Team - Atlassian Summit Europe 2017

Bree Davies, SeniorProduct Manager, Atlassian
Let's face it. Keeping track of statuses and making sure plans are up to date across multiple teams is a tough challenge. Portfolio for JIRA is an add-on to JIRA Software which does away with the heavy lifting by providing an automatic forecast of your roadmap. But, how can it actually work for your organisation? How do you best set it up for everyone to use; from the team on the ground through to the executive suite? Join Bree Davies, Product Manager for Portfolio for JIRA, as she takes you through the end-to-end steps of creating a portfolio plan. She'll provide various team member perspectives on usage and expectations, plus she'll share some real world examples of how teams of different sizes and styles have used Portfolio for JIRA. You wi...

published: 16 May 2017

Tatra Summit: From Reform to Growth: Managing the Financial and Economic Crisis in Europe

Managing Operational Risk

Operational risks exist in every endeavor and in every organization—including yours. These risks include damage to physical assets, business disruption and system failure, data theft, and fraud.

published: 13 Mar 2014

Stéphane Cataldi - Managing a Micro-Roastery

Our fourth CoLab: Paris speaker comes from closer to home in the picturesque provence of Brittany. Stéphane Cataldi has built up a wealth of experience in roasting during his 16 year journey in coffee, with Italian roots Cataldi has evolved from sourcing and roasting Monsoon Malabar in his kitchen to becoming one of the key roasters in the French coffee market. In 2009 Stéphane made the step from working in the telco world to creating Caffe Caltadi who have since won the acclaimed "Meilleur Torréfactuer de France" award and have had their coffee used successfully in several national coffee competition finals including the FrenchBrewers Cup and the French Barista Championships. Cataldi's most recent project has seen him invest his experience and knowledge into HexagoneCafé cementing his p...

published: 13 Dec 2017

Why I Left Goldman Sachs: Greg Smith on Business Ethics & the Financial Services Company (2013)

A March 2012 resignation letter from the former head of Goldman Sachs US equity derivatives business in Europe, the Middle East and Africa (EMEA) was printed as an op-ed in The New York Times. About the book: https://www.amazon.com/gp/product/1455527475/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=1455527475&linkCode=as2&tag=tra0c7-20&linkId=8eb9c80fa4adb6e52c473bdd005d78ef
In it, Smith attacked the company's CEO and president for losing the company's culture, which he described as "the secret sauce that made this place great and allowed us to earn our clients' trust for 143 years". Smith said that advising clients "to do what I believe is right for them" was becoming increasingly unpopular. Instead there was a "toxic and destructive" environment in which "the interests of th...

Although all 27 EU states will be impacted by the United Kingdom's exit from the European Union, Ireland will be the most affected of all. It trades more with the UK than does any other Member State, and Irish citizens have long enjoyed special status in the UK, through the Common Travel Area. Ireland and the UK have been co-stewards of the 1998Good Friday Agreement, which has promoted peace and prosperity across the island. Ireland alone will have a new EU land frontier with the UK, with the risk of disruption to this progress at a time when delays continue in the formation of a power-sharing executive in Northern Ireland. As these important issues are addressed, how will they impact the U.S.-Ireland relationship? Please join us on Wednesday, October 4 for a candid conversation with H.E.Simon CoveneyT.D., Minister for Foreign Affairs and Trade of Ireland on Ireland's Brexit negotiating priorities, the future of the European Union after Brexit, and the future of the U.S.-Ireland and the U.S.-EU relationship.

Although all 27 EU states will be impacted by the United Kingdom's exit from the European Union, Ireland will be the most affected of all. It trades more with the UK than does any other Member State, and Irish citizens have long enjoyed special status in the UK, through the Common Travel Area. Ireland and the UK have been co-stewards of the 1998Good Friday Agreement, which has promoted peace and prosperity across the island. Ireland alone will have a new EU land frontier with the UK, with the risk of disruption to this progress at a time when delays continue in the formation of a power-sharing executive in Northern Ireland. As these important issues are addressed, how will they impact the U.S.-Ireland relationship? Please join us on Wednesday, October 4 for a candid conversation with H.E.Simon CoveneyT.D., Minister for Foreign Affairs and Trade of Ireland on Ireland's Brexit negotiating priorities, the future of the European Union after Brexit, and the future of the U.S.-Ireland and the U.S.-EU relationship.

Mass Redundancies in Europe: Managing the Legal and HR Framework

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are facing difficulties especially in Europe where growth is limited. In v...

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are facing difficulties especially in Europe where growth is limited. In view thereof, they sometimes need to shut down operations or reduce their workforce in Europe. What are the key legal and human resources (HR) issues you should be aware of? Listen to our real life experience and expertise of working together to advise multinationals and we'll draw on that experience to bring the issues to life, with examples and practical tips, on how to navigate those issues.
(Live presentation was aired on 30 Apr 2014)
www.deloitte.com/dbriefs/deloittelegal

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are facing difficulties especially in Europe where growth is limited. In view thereof, they sometimes need to shut down operations or reduce their workforce in Europe. What are the key legal and human resources (HR) issues you should be aware of? Listen to our real life experience and expertise of working together to advise multinationals and we'll draw on that experience to bring the issues to life, with examples and practical tips, on how to navigate those issues.
(Live presentation was aired on 30 Apr 2014)
www.deloitte.com/dbriefs/deloittelegal

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t...

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t already. In 2013, Asia had 820 million mobile devices and in the next four years, that is expected to grow to more than 1.9 billion devices. In 2013, Asia’s $7 billion mobile market was twice as big as North America’s mobile game market, and it is expected to grow to $12 billion. The challenge for Western game companies is that Asia is a complex market. Android rules in places like China, but the market is fragmented across many different app stores. In addition, there are many different payment methods. Kabam COOKent Wakeford will discuss Kabam’s strategic moves and plans to tackle the various challenges that come with breaking into the Asian gaming market.
Make sure to follow us on Twitter @Official_AIAS for more updates on gaming and D.I.C.E.!
You can also view more of our videos at the link: https://www.youtube.com/user/AcademyIAS
http://bit.ly/VarietySubscribe

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t already. In 2013, Asia had 820 million mobile devices and in the next four years, that is expected to grow to more than 1.9 billion devices. In 2013, Asia’s $7 billion mobile market was twice as big as North America’s mobile game market, and it is expected to grow to $12 billion. The challenge for Western game companies is that Asia is a complex market. Android rules in places like China, but the market is fragmented across many different app stores. In addition, there are many different payment methods. Kabam COOKent Wakeford will discuss Kabam’s strategic moves and plans to tackle the various challenges that come with breaking into the Asian gaming market.
Make sure to follow us on Twitter @Official_AIAS for more updates on gaming and D.I.C.E.!
You can also view more of our videos at the link: https://www.youtube.com/user/AcademyIAS
http://bit.ly/VarietySubscribe

Building and Managing Brands - European Zeitgeist 2011

With the relentless advance of digital and the new dominance of social media, where are marketing and communications heading? Is your strategy fluid enough to a...

With the relentless advance of digital and the new dominance of social media, where are marketing and communications heading? Is your strategy fluid enough to adapt? In this session we will look at what it takes for brands to achieve and hold on to success, in a fast-moving marketplace where consumer power is king.

With the relentless advance of digital and the new dominance of social media, where are marketing and communications heading? Is your strategy fluid enough to adapt? In this session we will look at what it takes for brands to achieve and hold on to success, in a fast-moving marketplace where consumer power is king.

VP Maroš Šefčovič will open the Clean Energy IndustrialForum. The day before, he wants to collect your ideas on what more the EU can do support green innovation. Join him for a live video discussion on Wednesday, 21 February at 16:30 CET.
Emma Woxlin, from Sweden, co-founder of Epishine; Juraj Ulehla, from Slovakia, Co-founder & Managing Partner, Voltia and ProfDamianDalton, from Ireland, CEO of Beeyon will be also participating.
The video will be posted on his LinkedIn profile but you can start adding your suggestions already on Linkedin https://www.linkedin.com/feed/update/urn:li:activity:6370938862671405057 !
He will harvest your best ideas and present them at the Forum!
EU industry Day: https://ec.europa.eu/info/events/eu-industry-day/2018-day-1_en

VP Maroš Šefčovič will open the Clean Energy IndustrialForum. The day before, he wants to collect your ideas on what more the EU can do support green innovation. Join him for a live video discussion on Wednesday, 21 February at 16:30 CET.
Emma Woxlin, from Sweden, co-founder of Epishine; Juraj Ulehla, from Slovakia, Co-founder & Managing Partner, Voltia and ProfDamianDalton, from Ireland, CEO of Beeyon will be also participating.
The video will be posted on his LinkedIn profile but you can start adding your suggestions already on Linkedin https://www.linkedin.com/feed/update/urn:li:activity:6370938862671405057 !
He will harvest your best ideas and present them at the Forum!
EU industry Day: https://ec.europa.eu/info/events/eu-industry-day/2018-day-1_en

published:19 Feb 2018

views:0

back

Energy Geopolitics after the Elections: The Struggle for Energy Security in Europe

Bree Davies, SeniorProduct Manager, Atlassian
Let's face it. Keeping track of statuses and making sure plans are up to date across multiple teams is a tough challenge. Portfolio for JIRA is an add-on to JIRA Software which does away with the heavy lifting by providing an automatic forecast of your roadmap. But, how can it actually work for your organisation? How do you best set it up for everyone to use; from the team on the ground through to the executive suite? Join Bree Davies, Product Manager for Portfolio for JIRA, as she takes you through the end-to-end steps of creating a portfolio plan. She'll provide various team member perspectives on usage and expectations, plus she'll share some real world examples of how teams of different sizes and styles have used Portfolio for JIRA. You will leave with a solid understanding of how to use Portfolio JIRA with JIRA Software, along with tips and tricks for best practice long-term agile planning.

Bree Davies, SeniorProduct Manager, Atlassian
Let's face it. Keeping track of statuses and making sure plans are up to date across multiple teams is a tough challenge. Portfolio for JIRA is an add-on to JIRA Software which does away with the heavy lifting by providing an automatic forecast of your roadmap. But, how can it actually work for your organisation? How do you best set it up for everyone to use; from the team on the ground through to the executive suite? Join Bree Davies, Product Manager for Portfolio for JIRA, as she takes you through the end-to-end steps of creating a portfolio plan. She'll provide various team member perspectives on usage and expectations, plus she'll share some real world examples of how teams of different sizes and styles have used Portfolio for JIRA. You will leave with a solid understanding of how to use Portfolio JIRA with JIRA Software, along with tips and tricks for best practice long-term agile planning.

published:16 May 2017

views:9130

back

Tatra Summit: From Reform to Growth: Managing the Financial and Economic Crisis in Europe

Stéphane Cataldi - Managing a Micro-Roastery

Our fourth CoLab: Paris speaker comes from closer to home in the picturesque provence of Brittany. Stéphane Cataldi has built up a wealth of experience in roast...

Our fourth CoLab: Paris speaker comes from closer to home in the picturesque provence of Brittany. Stéphane Cataldi has built up a wealth of experience in roasting during his 16 year journey in coffee, with Italian roots Cataldi has evolved from sourcing and roasting Monsoon Malabar in his kitchen to becoming one of the key roasters in the French coffee market. In 2009 Stéphane made the step from working in the telco world to creating Caffe Caltadi who have since won the acclaimed "Meilleur Torréfactuer de France" award and have had their coffee used successfully in several national coffee competition finals including the FrenchBrewers Cup and the French Barista Championships. Cataldi's most recent project has seen him invest his experience and knowledge into HexagoneCafé cementing his place in the Parisian coffee scene.
Stéphane guides us through his career and explains how Caffe Cataldi have become synonymous with French coffee "firsts" such as displaying the roast date on roasted coffee and introducing Cup of Excellence accredited coffee to the somewhat traditional French coffee market.

Our fourth CoLab: Paris speaker comes from closer to home in the picturesque provence of Brittany. Stéphane Cataldi has built up a wealth of experience in roasting during his 16 year journey in coffee, with Italian roots Cataldi has evolved from sourcing and roasting Monsoon Malabar in his kitchen to becoming one of the key roasters in the French coffee market. In 2009 Stéphane made the step from working in the telco world to creating Caffe Caltadi who have since won the acclaimed "Meilleur Torréfactuer de France" award and have had their coffee used successfully in several national coffee competition finals including the FrenchBrewers Cup and the French Barista Championships. Cataldi's most recent project has seen him invest his experience and knowledge into HexagoneCafé cementing his place in the Parisian coffee scene.
Stéphane guides us through his career and explains how Caffe Cataldi have become synonymous with French coffee "firsts" such as displaying the roast date on roasted coffee and introducing Cup of Excellence accredited coffee to the somewhat traditional French coffee market.

published:13 Dec 2017

views:74

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Why I Left Goldman Sachs: Greg Smith on Business Ethics & the Financial Services Company (2013)

A March 2012 resignation letter from the former head of Goldman Sachs US equity derivatives business in Europe, the Middle East and Africa (EMEA) was printed as an op-ed in The New York Times. About the book: https://www.amazon.com/gp/product/1455527475/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=1455527475&linkCode=as2&tag=tra0c7-20&linkId=8eb9c80fa4adb6e52c473bdd005d78ef
In it, Smith attacked the company's CEO and president for losing the company's culture, which he described as "the secret sauce that made this place great and allowed us to earn our clients' trust for 143 years". Smith said that advising clients "to do what I believe is right for them" was becoming increasingly unpopular. Instead there was a "toxic and destructive" environment in which "the interests of the client continue to be sidelined", senior management described clients as "muppets" and colleagues callously talked about "ripping their clients off". In reply, Goldman Sachs said that "we will only be successful if our clients are successful", claiming "this fundamental truth lies at the heart of how we conduct ourselves" and that "we don't think [Smith's comments] reflect the way we run our business." Later that year, Smith published a book titled Why I left Goldman Sachs.
Goldman is being criticized for its involvement in the 2010 European sovereign debt crisis. Goldman Sachs is reported to have systematically helped the Greek government mask the true facts concerning its national debt between the years 1998 and 2009.[91] In September 2009, Goldman Sachs, among others, created a special credit default swap (CDS) index to cover the high risk of Greece's national debt.[92] The interest-rates of Greek national bonds have soared to a very high level, leading the Greek economy very close to bankruptcy in March and May 2010 and again in June 2011.[93] Lucas Papademos, Greece's former prime minister, ran the Central Bank of Greece at the time of the controversial derivates deals with Goldman Sachs that enabled Greece to hide the size of its debt.[94] Petros Christodoulou, General Manager of the Public Debt Management Agency of Greece is a former employee of Goldman Sachs.[94] Mario Monti, Italy's former prime minister and finance minister, who headed the new government that took over after Berlusconi's resignation, is an international adviser to Goldman Sachs.[94] So is Otmar Issing, former board member of the Bundesbank and the Executive Board of the European Bank.[94] Mario Draghi, the new head of the European Central Bank, is the former managing director of Goldman Sachs International.[94] António Borges, Head of the EuropeanDepartment of the International Monetary Fund in 2010-2011 and responsible for most of enterprise privatizations in Portugal since 2011, is the former Vice Chairman of Goldman Sachs International.[94] Carlos Moedas, a former Goldman Sachs employee, is the current Secretary of State to the Prime Minister of Portugal and Director of ESAME, the agency created to monitor and control the implementation of the structural reforms agreed by the governent of Portugal and the troika composed of the European Commission, the European Central Bank and the International Monetary Fund. Peter Sutherland, former Attorney General of Ireland is a non-executive director of Goldman Sachs International. These ties between Goldman Sachs and European leaders are an ongoing source of controversy.[94]
The Goldman Sachs Group, Inc. is an American multinational investment banking firm that engages in global investment banking, securities, investment management, and other financial services primarily with institutional clients.
Goldman Sachs was founded in 1869 and is headquartered at 200 West Street in the Lower Manhattan area of New York City, with additional offices in international financial centers. The firm provides mergers and acquisitions advice, underwriting services, asset management, and prime brokerage to its clients, which include corporations, governments and individuals. The firm also engages in market making and private equity deals, and is a primary dealer in the United States Treasury security market. It is recognized as one of the premier investment banks in the world,[3][4] but has sparked a great deal of controversy over its alleged improper practices, especially since the 2007--2012 global financial crisis.
Former Goldman executives who moved on to government positions include: Robert Rubin and Henry Paulson who served as United StatesSecretary of the Treasury under Presidents Bill Clinton and George W. Bush, respectively; Mario Draghi, President of the European Central Bank; Mark Carney, Governor of the Bank of Canada 2008--13 and Governor of the Bank of England from July 2013.
http://en.wikipedia.org/wiki/Greg_Smith_(businessman)

A March 2012 resignation letter from the former head of Goldman Sachs US equity derivatives business in Europe, the Middle East and Africa (EMEA) was printed as an op-ed in The New York Times. About the book: https://www.amazon.com/gp/product/1455527475/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=1455527475&linkCode=as2&tag=tra0c7-20&linkId=8eb9c80fa4adb6e52c473bdd005d78ef
In it, Smith attacked the company's CEO and president for losing the company's culture, which he described as "the secret sauce that made this place great and allowed us to earn our clients' trust for 143 years". Smith said that advising clients "to do what I believe is right for them" was becoming increasingly unpopular. Instead there was a "toxic and destructive" environment in which "the interests of the client continue to be sidelined", senior management described clients as "muppets" and colleagues callously talked about "ripping their clients off". In reply, Goldman Sachs said that "we will only be successful if our clients are successful", claiming "this fundamental truth lies at the heart of how we conduct ourselves" and that "we don't think [Smith's comments] reflect the way we run our business." Later that year, Smith published a book titled Why I left Goldman Sachs.
Goldman is being criticized for its involvement in the 2010 European sovereign debt crisis. Goldman Sachs is reported to have systematically helped the Greek government mask the true facts concerning its national debt between the years 1998 and 2009.[91] In September 2009, Goldman Sachs, among others, created a special credit default swap (CDS) index to cover the high risk of Greece's national debt.[92] The interest-rates of Greek national bonds have soared to a very high level, leading the Greek economy very close to bankruptcy in March and May 2010 and again in June 2011.[93] Lucas Papademos, Greece's former prime minister, ran the Central Bank of Greece at the time of the controversial derivates deals with Goldman Sachs that enabled Greece to hide the size of its debt.[94] Petros Christodoulou, General Manager of the Public Debt Management Agency of Greece is a former employee of Goldman Sachs.[94] Mario Monti, Italy's former prime minister and finance minister, who headed the new government that took over after Berlusconi's resignation, is an international adviser to Goldman Sachs.[94] So is Otmar Issing, former board member of the Bundesbank and the Executive Board of the European Bank.[94] Mario Draghi, the new head of the European Central Bank, is the former managing director of Goldman Sachs International.[94] António Borges, Head of the EuropeanDepartment of the International Monetary Fund in 2010-2011 and responsible for most of enterprise privatizations in Portugal since 2011, is the former Vice Chairman of Goldman Sachs International.[94] Carlos Moedas, a former Goldman Sachs employee, is the current Secretary of State to the Prime Minister of Portugal and Director of ESAME, the agency created to monitor and control the implementation of the structural reforms agreed by the governent of Portugal and the troika composed of the European Commission, the European Central Bank and the International Monetary Fund. Peter Sutherland, former Attorney General of Ireland is a non-executive director of Goldman Sachs International. These ties between Goldman Sachs and European leaders are an ongoing source of controversy.[94]
The Goldman Sachs Group, Inc. is an American multinational investment banking firm that engages in global investment banking, securities, investment management, and other financial services primarily with institutional clients.
Goldman Sachs was founded in 1869 and is headquartered at 200 West Street in the Lower Manhattan area of New York City, with additional offices in international financial centers. The firm provides mergers and acquisitions advice, underwriting services, asset management, and prime brokerage to its clients, which include corporations, governments and individuals. The firm also engages in market making and private equity deals, and is a primary dealer in the United States Treasury security market. It is recognized as one of the premier investment banks in the world,[3][4] but has sparked a great deal of controversy over its alleged improper practices, especially since the 2007--2012 global financial crisis.
Former Goldman executives who moved on to government positions include: Robert Rubin and Henry Paulson who served as United StatesSecretary of the Treasury under Presidents Bill Clinton and George W. Bush, respectively; Mario Draghi, President of the European Central Bank; Mark Carney, Governor of the Bank of Canada 2008--13 and Governor of the Bank of England from July 2013.
http://en.wikipedia.org/wiki/Greg_Smith_(businessman)

Rarely is there a free ride when it comes to financial sector development. JoinWorld BankLeadEconomist in Europe and Central Asia, David Gould, as he explores ways in which countries can manage trade-offs in economic development with help from his latest report, "Risks and Returns: Managing Financial Trade-offs for Inclusive Growth in Europe and Central Asia."
Download the report: http://wrld.bg/HLru306RAgb
Know more: http://wrld.bg/AGoj306SugQ
More information also available: https://openknowledge.worldbank.org/handle/10986/25494
#ECAECON
#PabsyLive
***
ABOUT PABSYLIVE
A young professional and a native of the Philippines, Pabsy has become our star reporter and a trusted voice with young people. Her interviews capture a wide range of World Bank Group issues: agriculture and sustainability, food and water security, childhood development, forced marriage, climate change, microfinance, transportation, labor issues and regulations, and digital dividends. Read more: http://blogs.worldbank.org/voices/pabsylive-springs-meetings
***
VIDEO TRANSCRIPT:
00:00
Hi I'm Pabsy Pabalan here at the World Bank headquarters in Washington DC. Are you familiar with the term trade-offs? For instance I have a holiday budget, so should I buy expensive gifts for a few people? Or should I buy more affordable items so I could include more relatives and friends? That's a trade-off.
00:19
Countries and governments have to make the same choices too, but of course it's a bit more complicated. I'm meeting with David Gould to discuss a new flagship report on the financial development of the emerging Europe and Central Asia. Right here.
00:33
The title of the report is "Risks and Returns in Emerging Europe and Central Asia." Why is that?
00:41
Well, we titled it "Risks and Returns" because rarely is there a free ride when it comes to financial sector development. We divide financial development into four parts as you mentioned.
00:50
Stability which would include the lack of banking crisis obviously but also the volatility and credit and deposits in a country.
00:59
Efficiency, how efficient the banking and capital markets are in transferring savings into actual investment. Depth which would include bank as well as non-bank assets and the size of the financial sector as a whole.
01:13
And inclusion, how firms and individuals participate in the financial
sector.
01:22
Stability and inclusion are particularly important because inclusion is one of the most key and critical factors for influencing growth of the bottom 40%. But having too much inclusion might actually decrease stability as we saw during the US subprime, crisis we have a lot of mortgages you get instability.
01:42
Also in Europe with the foreign denominated mortgages, a lot of those mortgages went belly-up when the Swiss franc appreciated. So inclusion is really important but you have to balance that out with stability as well.
01:54
Can other countries use this tool kit and how?
01:57
When a country looks at these four different aspects of financial sector development they want to map out where they are on stability where they are on inclusion so they might be right here on inclusion, they might be relatively high on depth, maybe somewhere in the middle on efficiency and they can see exactly how they rate, relative to a benchmark. And we have a benchmark of the top countries and it may be that this country is relatively good on stability perhaps they're some what moderate on depth.
02:36
That can pair the benchmark relatively in line with efficiency, maybe a little bit underneath what the benchmark would say. And they can say okay what we want to do is we want to improve efficiency we want to get to the benchmark or the best performers in that regard but we need to maybe focus most on inclusion. And that by looking at where they are looking how each of these aspects influence growth they can come up with a strategy for financial sector development. And in that way they can improve their growth bottom 40 as well as overall growth.
03:13
Thanks so much David. I learned a lot. And for you guys, to learn more howcountries manage trade-offs check out our website. Again thank you for your time.
03:23
It was a pleasure Pabsy, thank you.

2:29

European Economy Explained- Managing our Economies

In today’s global economy, European countries depend on each other more than ever before. ...

European Economy Explained- Managing our Economies

In today’s global economy, European countries depend on each other more than ever before. One country’s performance affects how the whole team plays. That’s why European Governments have signed up for the ‘European Semester,’ an annual economic fitness programme. Find out more on: ec.europa.eu/economy_finance/explained/

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t already. In 2013, Asia had 820 million mobile devices and in the next four years, that is expected to grow to more than 1.9 billion devices. In 2013, Asia’s $7 billion mobile market was twice as big as North America’s mobile game market, and it is expected to grow to $12 billion. The challenge for Western game companies is that Asia is a complex market. Android rules in places like China, but the market is fragmented across many different app stores. In addition, there are many different payment methods. Kabam COOKent Wakeford will discuss Kabam’s strategic moves and plans to tackle the various challenges that come with breaking into the Asian gaming market.
Make sure to follow us on Twitter @Official_AIAS for more updates on gaming and D.I.C.E.!
You can also view more of our videos at the link: https://www.youtube.com/user/AcademyIAS
http://bit.ly/VarietySubscribe

6:40

Managing the day to day running of your tourism business in Europe

Learn about the different types of management strategies that a tourism company can follo...

Managing the day to day running of your tourism business in Europe

Learn about the different types of management strategies that a tourism company can follow. You will also look at some of the key management points that must be taken into account when defining a management strategy.
Business management strategies applied to tourism
There are as many management strategies and formulas as there are tourism businesses: Cost leadership; Differentiation; Specialisation.
Mechanisms used to review your management and outcomes.
Management procedures that are dynamic and changeable.
Your management strategy must have...
Strategies that tourism organisations use
Well- positioned companies
Positive market outlook: Aggressive strategies.
Negative market outlook: Diversification strategies
Weakly- positioned companies
Positive market outlook: Opportunistic strategies
Negative market outlook: Defensive strategies
Well- positioned companies
Positive market outlook: Companies with a good position in the market with strong growth
Negative market outlook: Companies in a market affected by a series of threats.
Weakly- positioned companies
Positive market outlook: Companies with significant weaknesses, in markets with opportunities.
Negative market outlook: Companies with negative outlooks, both within the company, and the market
Aggressive strategies:
Actions within this strategy
- Offering lower prices than other companies.
- Comparative advertising campaigns.
- Complementing the product/ service that your company offers, to make it more attractive to customers.
- Introducing your product or service where your competition has a high market share.
- Including all products/ services offered by your competition as part of your offer.
- Going to unexploited market segments.
- Attracting customer segments with greater demand.
Opportunistic strategies:
Actions within this strategy:
- Taking advantage of emerging new market segments by positioning your company as a pioneer and gaining customers.
- Identifying new business opportunities, so you bet on services or products that are difficult to imitate by competitors.
- Differentiating your product or service according to market trends valued by certain segments.
Diversification strategies:
Actions within this strategy:
- Searching for new profitable businesses that make the company's capabilities profitable.
- Performing a "backwards" integration process to minimise the impact of suppliers.
- Performing a "forward" integration process in order to generate a higher level of differentiation and confidence from the client.
Defensive strategies:
Actions within this strategy:
- Expanding the portfolio of products or services.
- Lowest prices for products and services that are similar to those of competitors.
- Making advanced reservations for supplies and materials from suppliers.
- Signing exclusive contracts with suppliers.
- Launching promotional campaigns.
- Developing discount policies (price escalation) for distributors or customers.
Management practices applied to hotels
Key points for the management: High fixed cost structure; Outstanding items: human resources and purchases of raw materials and perishable goods; Tendency towards cluster enterprises; Personalised customer care and active involvement of employees
Advisable actions: Take part in 2.0. communities and in social media; Perform micro-segmentation; Establish your pricing policy according to demand
Management practices applied to travel agencies
Key points for the management: Revenue comes almost entirely from commissions from suppliers; The majority of operating costs come from the payment of suppliers followed by human resources; Retail travel agencies tend to join distribution groups, franchise networks, purchasing groups and distribution platforms
Advisable actions: Providing relevant information and knowledge about offers to customers; Customising your offer based on the type of customer and their needs; Make sure that in your company you have industry professionals who are able to advise and mediate; Treatment and personal assistance offered by the agency; Facilitate self-organisation and management of the booking and purchase by the customer through Internet and social networks
Management practices applied to catering services
Key points for the management: Purchase of raw materials and perishable goods must be made in advance of the sale; In the supply section, the consumption of electricity, gas or oil and water stand out; Most commonly associated trends: integration into purchasing groups, application of marketing arrangements that are aimed at customer loyalty, and participation in gastronomic groups; Catering companies typically deal directly with the service reservations; Most important items in the costs of the company: purchase of raw materials and perishable goods and human resources.

More from ad:tech here http://www.youtube.com/playlist?list=PL24vaDbQ-ZIt6lkiXe6hf6vTNfycaaokV
Dominic speaks about Programmatic Buying, Ad Technology for Mobile & Social Channels, Video being the ultimate creative format and the adoption of Ad Technology throughout the UK & Europe.

ThinkLondon worked with LinkedIn to help them set up their London office. Hear what LinkedIn has to say about working with Think London.
LinkedIn cited the fact that London is the financial capital of the world, the hub for European advertising, the number one city in the world for new media advertising as the reason for setting up business in London.
Think London assisted with legal requirements for the move such as tax structure, legal entity, accountants and in addition the location of the LinkedIn offices.
Think London is Londons official foreign direct investment agency. We connect international businesses to London, helping them set up, succeed and grow. Our service is comprehensive, confidential and funded — and therefore free to our clients.

Managing the Brexit Challenge: Ireland, the EU, and Transatlantic Relationships

Although all 27 EU states will be impacted by the United Kingdom's exit from the European Union, Ireland will be the most affected of all. It trades more with the UK than does any other Member State, and Irish citizens have long enjoyed special status in the UK, through the Common Travel Area. Ireland and the UK have been co-stewards of the 1998Good Friday Agreement, which has promoted peace and prosperity across the island. Ireland alone will have a new EU land frontier with the UK, with the risk of disruption to this progress at a time when delays continue in the formation of a power-sharing executive in Northern Ireland. As these important issues are addressed, how will they impact the U.S.-Ireland relationship? Please join us on Wednesday, October 4 for a candid conversation with H.E.Simon CoveneyT.D., Minister for Foreign Affairs and Trade of Ireland on Ireland's Brexit negotiating priorities, the future of the European Union after Brexit, and the future of the U.S.-Ireland and the U.S.-EU relationship.

1:03:03

Mass Redundancies in Europe: Managing the Legal and HR Framework

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are ...

Mass Redundancies in Europe: Managing the Legal and HR Framework

Mass Redundancies in Europe: Managing the Legal and HR Framework
Many multinationals are facing difficulties especially in Europe where growth is limited. In view thereof, they sometimes need to shut down operations or reduce their workforce in Europe. What are the key legal and human resources (HR) issues you should be aware of? Listen to our real life experience and expertise of working together to advise multinationals and we'll draw on that experience to bring the issues to life, with examples and practical tips, on how to navigate those issues.
(Live presentation was aired on 30 Apr 2014)
www.deloitte.com/dbriefs/deloittelegal

The growth of the Asian mobile device and mobile game markets is so compelling that Western developers should be making moves into those markets, if they aren’t already. In 2013, Asia had 820 million mobile devices and in the next four years, that is expected to grow to more than 1.9 billion devices. In 2013, Asia’s $7 billion mobile market was twice as big as North America’s mobile game market, and it is expected to grow to $12 billion. The challenge for Western game companies is that Asia is a complex market. Android rules in places like China, but the market is fragmented across many different app stores. In addition, there are many different payment methods. Kabam COOKent Wakeford will discuss Kabam’s strategic moves and plans to tackle the various challenges that come with breaking into the Asian gaming market.
Make sure to follow us on Twitter @Official_AIAS for more updates on gaming and D.I.C.E.!
You can also view more of our videos at the link: https://www.youtube.com/user/AcademyIAS
http://bit.ly/VarietySubscribe

Building and Managing Brands - European Zeitgeist 2011

With the relentless advance of digital and the new dominance of social media, where are marketing and communications heading? Is your strategy fluid enough to adapt? In this session we will look at what it takes for brands to achieve and hold on to success, in a fast-moving marketplace where consumer power is king.

0:00

How can we best support Europe's Clean Tech?

VP Maroš Šefčovič will open the Clean Energy Industrial Forum. The day before, he wants to...

How can we best support Europe's Clean Tech?

VP Maroš Šefčovič will open the Clean Energy IndustrialForum. The day before, he wants to collect your ideas on what more the EU can do support green innovation. Join him for a live video discussion on Wednesday, 21 February at 16:30 CET.
Emma Woxlin, from Sweden, co-founder of Epishine; Juraj Ulehla, from Slovakia, Co-founder & Managing Partner, Voltia and ProfDamianDalton, from Ireland, CEO of Beeyon will be also participating.
The video will be posted on his LinkedIn profile but you can start adding your suggestions already on Linkedin https://www.linkedin.com/feed/update/urn:li:activity:6370938862671405057 !
He will harvest your best ideas and present them at the Forum!
EU industry Day: https://ec.europa.eu/info/events/eu-industry-day/2018-day-1_en

1:13:07

Energy Geopolitics after the Elections: The Struggle for Energy Security in Europe

Skip ahead to main speaker at 3:10
Energy geopolitics presents challenges and opportuniti...

Making Portfolio for JIRA Work for Your Team - Atlassian Summit Europe 2017

Bree Davies, SeniorProduct Manager, Atlassian
Let's face it. Keeping track of statuses and making sure plans are up to date across multiple teams is a tough challenge. Portfolio for JIRA is an add-on to JIRA Software which does away with the heavy lifting by providing an automatic forecast of your roadmap. But, how can it actually work for your organisation? How do you best set it up for everyone to use; from the team on the ground through to the executive suite? Join Bree Davies, Product Manager for Portfolio for JIRA, as she takes you through the end-to-end steps of creating a portfolio plan. She'll provide various team member perspectives on usage and expectations, plus she'll share some real world examples of how teams of different sizes and styles have used Portfolio for JIRA. You will leave with a solid understanding of how to use Portfolio JIRA with JIRA Software, along with tips and tricks for best practice long-term agile planning.

1:29:30

Tatra Summit: From Reform to Growth: Managing the Financial and Economic Crisis in Europe

Stéphane Cataldi - Managing a Micro-Roastery...

Why I Left Goldman Sachs: Greg Smith on Business E...

Gizmodo reported on Wednesday that a former Google engineer is suing the company for discrimination, harassment, retaliation, and wrongful termination ...Chevalier's posts had been quoting in Damore's lawsuit against Google, who is also suing the company for alleged discrimination against conservative white men ... “Firing the employee who pushed back against the bullies was exactly the wrong step to take.” ... But the effect is the same....

OSLO. Sea levels will rise between 0.7 and 1.2 metres in the next two centuries even if governments end the fossil fuel era as promised under the Paris climate agreement, scientists said on Tuesday ...Ocean levels will rise inexorably because heat-trapping industrial gases already em­­itted will linger in the atmosphere, melting more ice, it said. In addition, water naturally expands as it warms above four degrees Celsius (39.2F) ... ....

The woman tasked with caring for accused Florida shooter Nikolas Cruz and his brother have moved quickly to file court papers seeking control of their inheritance the day after the massacre at Majory Stoneman Douglas High School, Newsweek reported. When the mother of Nikolas and Zachary Cruz died from flu-related pneumonia last November, their lives were entrusted to Roxanne Deschamps, the report said....

Special CounselRobert Mueller's probe is prepared to accept a guilty plea from the London-based son-in-law of a Russian businessman after he made false statements during the investigation into alleged Russian interference in the 2016 U.S ...U.S. prosecutors in the Mueller office said the case was related to former Trump 2016 presidential campaign managerPaul Manafort, who was also an adviser to Yanukovych... Tuesday in front of U.S ... U.S....

Article by WN.Com Correspondent Dallas DarlingTo this day it’s something my aunt hardly mentions, let alone discusses. And like a few other families living in the United States, it’s taboo and completely off limits ... Neither was it as widespread, since Japan had nearly conquered most of East Asia including parts of China. But still, U.S ... authorities continued the comfort station system absent formal slavery ... The U.S ... military authorities ... ....

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Voice of Wealth delivers exclusive content and reports to private clients and individuals seeking financial commentary within a single app from the Bank's Wealth ManagementGroup... The group is part of BNP Paribas' global wealth management business of more than 6,600 professionals present in three hubs in Europe, Asia and the U.S ... SOURCE Bank of the West Wealth Management Group....

Slums in Indian cities are the most vulnerable areas to heat wave effect during summer, as they experience discomfort conditions throughout the day and night unlike other parts of the city, said an expert at the NationalWorkshop on Preparedness, Mitigation and Management of Heat Wave...StateDisasterManagementAuthority (APSDMA) and National Disaster Management Authority (NDMA) and UNICEF....

A new analysis of DNA from the skeletal remains of ancient people in southeastern Europe has revealed new insight on prehistoric migration patterns ... The study confirms the first migration happened during the Neolithic Period around 6,000BCE, when farmers based in Anatolia moved to spread through Europe....

However, the subsequent sell-off was more likely caused by management's underwhelming 2018 guidance of 4% to 8% adjusted EBITDA growth, along with relatively flat income from operations of $25 million to $35 million ... In 2018, management will be stepping up marketing in Europe, which may hurt 2018 margin but could lead to much bigger growth beyond next year....

The update comes “against a background of increased enquiries to BaFin regarding the areas of securities and asset management,” the note states, with potential ICO operators enquiring “whether the underlying tokens, coins or cryptocurrencies behind so-called ICOs are viewed as financial instruments within the area of securities supervision.”....

BC-SOC--Shakhtar Donetsk-Roma, 1st Ld-Writethru,498 ... Eds ... With AP Photos ... The 24-year-old Fred showed why some of Europe's top clubs are reportedly after him with a magnificent free kick in the 71st minute ... The 24-year-old Fred showed why some of Europe's top clubs are reportedly after him with a perfect free kick in the 71st minute ... "In the first half the team played to attack and then they played to manage I don't know what ... ———....